Maslow’s approach

 Maslow’s approach

When dealing with employees, managers use different leadership theories that complement particular motivational theories. For example, the democratic theory of leadership increases communication and inclusivity in decision making, thus embracing the Maslow’s approach from the perspective that the administrator can understand the needs of the people through participatory meetings. However, without motivation for public service delivery, the workers can hardly achieve the expected levels of performance in the organization. Of importance, the workers may concentrate on the areas that help them gain influence over the others.

While some motivational theories consider the needs of the employee’s other concentrate on other factors like power and position. Notably, because of the lack of intrinsic motivation for public service delivery, many civil servants develop the hunger for power and places and forget public interests. Mostafa, Gould‐Williams & Bottomley (2015) argue that many law enforcement officers have been propelling discrimination against various races, particularly African Americans and Asian Americans. In their research, Mostafa, Gould‐Williams & Bottomley (2015) established that the higher percentage of the population in the correctional facilities and the prisons is the African Americans. Further, the researchers also found that most African Americans serve longer sentences as opposed to the whites for similar crimes (Mostafa, Gould‐Williams & Bottomley, 2015). In light of this, the researcher concluded that a country could easily suffer from lousy image of discrimination because of some individuals without public service motivation. Consequently, the performance of these agencies ends up being mediocre or wanting.

Therefore, public administrators must understand the need for serving the public equally and fairly without discrimination guided by the motivation for public service. It is thus clear that public administrators are essential figures whose primary motivational factor should be public service as opposed to other good factors, including power, position, and money (Perry, Hondeghem & Wise, 2010). It is noteworthy that workers in critical public institutions, including hospitals, can strike because of payment while leaving patients lying in their sick beds simply because the physicians’ salaries have not been reviewed for some time. In most of the nations where the national government pays the physicians in full, the physicians can easily go on strike and leave the patients in their beds.

Influence of public service motivation on service delivery

Although some restrictions might make some public officers behave in particular ways especially as a sign of solidarity with others, empathy is one of the characteristics of individuals with public service motivation performing their duties in hospitality industries and particularly in hospitals. Therefore, public administrators need to cultivate motivation on public service delivery (Leisink & Steijn, 2009). In the recent years, technology has been one of the most critical tools in service delivery. In this regard, managers need to develop information technology skills for the delivery of services to the public in a swifter manner. Information technology has been the best avenue for communication among all the stakeholders in the management of the business and the affairs of the public. For example, most of the government services are available on the internet. Notably, the adoption of electronic governance has greatly improved the way public servants deliver services to the public.

A recent research establishes that the public service motivation plays a mediating role between the public and the public servants. When the employees become intrinsically motivated to deliver services to the public, they are highly likely to engage in community programs demonstrating their social responsibility. Oftentimes, private organizations endeavor in corporate social responsibility programs to ensure that they maintain positive image among the public. Similarly, public institutions and government agencies strive to provide good services to the public by ensuring equity and equality as well as swift delivery without discrimination. For the delivery of these services to the public, the employees are motivated by their passion for the service of the people.

As such, public services motivation eradicates discrimination while embracing inclusivity. Samuel & Chipunza (2009) argues that institutions with a public service motivated human resources manager are highly likely to attract employees that are equally public services motivated through a competitive recruitment. Of importance, the manager is able to not only attract public services motivated workers but also retain them for the delivery of services to the public (Mostafa, Gould‐Williams & Bottomley, 2015). Because of this intrinsic motivation, the workers enhance their communication within and without the organization thus increasing the productivity and performance of the organization.